Вы находитесь на странице: 1из 6

Crisis Management Plan

Carolinas Medical Center


Carolinas HealthCare System

By: Katie Dever and Liz Horgan

COMM 633 Summer 2009 Larry Grayson

1
Pre-Crisis Planning – Carolinas Medical Center (CMC)
Prodromes and other possible crises:

• Terrorist attack in Charlotte (Code Triage)

• Weather disaster (Hurricane Hugo, flooding, etc.) (Code Green)

• Pandemic

• Nuclear disaster (leak or compromise of McGuire Nuclear Plant) (Code Triage)

• Massive energy failure (black out in the Northeast with failure of the power grid in
2003 or rolling brown outs like in CA) (Code Black)

• Fuel shortages/crisis

• Water system/sources poisoned

• Plane Crash (Code Triage)

• Financial Crash

• Communications failure – hackers, Internet crash, Intranet compromised, phone


system shut down (Computer Conference, Paging Conference, Telephone
Conference)

• Hospital-only crises:

o Suspicious Package/Bomb (Code Yellow)

o Fire (Code Red)

o Infant Abduction (Code Pink)

o Hazardous Material / Waste Spill (Code Orange)

o Workplace Violence (Code Gray)

o Piped Oxygen Failure (Code Brown)

o Missing Patient (Nursing Conference)

o Computer failure (Computer Conference)

o Staff negligence

Pre-Crisis Planning:

2
• Work on hospital culture with open communications between management, medical
professionals and all staff with a goal of a safe work environment.

• Embrace and work towards good media relations through Communications


Department and Public Relations

• Designate committees for managing Crisis Management Plan (CMP), including the
Crisis Communications Plan. Make plans available to all employees via the CHS
intranet site.

• Test CMP frequently, making sure all staff (clinical and non-clinical) are aware of
code notification and response.

• Learn from the tests and ensure crisis management plan is flexible is dynamic so
that the CMP development process is on-going.

3
Stakeholders:

• Existing patients and their families

• Staff and their families

• New patients (i.e. future customers)

• Media

• CMPD/First Responders (fire, police)

• Medic

• Transportation resources: CATS (emergency transportation), LYNX, Yellow Cab

• NC Hospital Association (which involves member hospitals throughout NC)

• Public Health (an entity of CHS)

• Governmental organizations (FEMA, etc.)

• Group Purchasing Organization (supplies)

• The general public

Incident Operations Center (IOC)

The IOC will be activated in the event any emergency “Code” is called. CHS-IOC:
Carolinas HealthCare System (CHS) Incident Operations Center (IOC) serves as a
command and communications center for CHS Support/Logistical groups. During
Priority 1 events the primary location for the CHS-IOC will be CMC–HCC (Dining Room
Number 1) with a secondary/back-up site at the Data Center (location removed for
security purposes).

• Activation - Administrator on call (AOC) (or designee) determines crisis mode


activation and priority level.

o Employees know, when notified, to switch to crisis mode and to route things
through the Command Center.

o Code-related information is provided annually during on-line education and


is also provided on the back of every employee’s badge as a quick reference.

• Location – primary is at main CMC campus, alternative at the Data Center.


Additional mobile units can be dispatched directly to an external disaster site.

• Communications –

4
o Hardware: The Command Center has multiple TVs, computers, pagers,
phones, air phones, access to Intranet and Internet.

o Incoming Communications/Gathering Information about the Crisis

 CHS Security personnel are highly trained to interface with the police
dept. and are a first line of information coming into the Command
Center.

 The Administrator on Call (AOC) is the individual responsible for


making “priority level” determinations and for dispatching standard
communications.

 Established protocols and policies in place to drive communications


out of the hospital to key stakeholders.

o Outgoing Communications – To Internal Stakeholders (employees)

 Phone tree

 Intranet

 Email

 Voicemail

o Outgoing Communications – To External Stakeholders

 Communications Department and IOC are primary sources of


communication to external sources.

 Dark Internet Site available to redirect questions, reassure, help locate


casualties, and go into detail about how to get to Care locations in a
crisis

 White Board in IOC – updated constantly and run by spokespeople


with goals of up-to-date information and consistent message

After the Crisis

Arrange and coordinate a debriefing at the conclusion of the disaster.

References

5
For purposes of developing this Crisis Management Plan, CMC’s crisis policies and
procedures were utilized.

Вам также может понравиться